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Why Do Strategies Differ?
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FIGURE 5.1 The Five Generic Competitive Strategies
Source: This is an expanded version of a three-strategy classification discussed in Michael E. Porter, Competitive Strategy (New York: Free Press, 1980).
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Low-Cost Strategies
Effective low-cost approaches
• Pursue cost savings that are difficult to imitate
• Avoid reducing product quality to unacceptable levels
Competitive advantages and risks
• Greater total profits and increased market share gained from
underpricing competitors
• Larger profit margins when selling products at prices comparable
to and competitive with rivals
• Low pricing does not attract enough new buyers
• Rival’s retaliatory price-cutting sets off a price war
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The Two Major Avenues for Achieving a
Cost Advantage
Low-cost advantage
• Cumulative costs across the overall value chain must
be lower than competitors’ cumulative costs.
Options for translating a low-cost advantage over rivals into
attractive profit performance:
1. Perform value-chain activities more cost-effectively
than rivals
2. Revamp the firm’s overall value chain to eliminate or
bypass cost-producing activities
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Cost-Efficient Management of Value Chain
Activities (1 of 2)
Cost driver
• A factor with a strong influence on a firm’s costs
• Can be asset-based or activity-based
Securing a cost advantage
• Use lower-cost inputs and hold minimal assets
• Offer only “essential” product features or services
• Offer only limited product lines
• Use low-cost distribution channels
• Use the most economical delivery methods
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FIGURE 5.2 Cost Drivers: The Keys to Driving Down
Company Costs
Source: Adapted from Michael E. Porter, Competitive Advantage: Creating and Sustaining Superior Performance (New York: Free Press, 1985).
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Cost-Cutting Methods (2 of 2)
8. Improving process design and employing advanced
production technology
9. Being alert to the cost advantages of outsourcing or
vertical integration
10. Motivating employees through incentives and company
culture
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Revamping the Value Chain System
to Lower Costs
Selling direct to consumers and bypassing the activities
and costs of distributors and dealers by using a direct sales
force and a company website
Streamlining operations to eliminate low value-added or
unnecessary work steps and activities
Reduce materials-handling and shipping costs by having
suppliers locate their plants or warehouses close to the
firm’s own facilities
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Vanguard’s Path to Becoming the Low-Cost
Leader in Investment Management
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The Keys to a Successful
Low-Cost Strategy
Success in achieving a low-cost edge over rivals comes
from out-managing rivals in finding ways to perform value
chain activities faster, more accurately, and more cost-
effectively by:
• Spending aggressively on resources and capabilities
that promise to drive costs out of the business
• Carefully estimating the cost savings of new
technologies before investing in them
• Constantly reviewing cost-saving resources to ensure
they remain competitively superior
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When a Low-Cost Strategy Works Best
1. Price competition among rival sellers is vigorous.
2. Identical products are available from many sellers.
3. There are few ways to differentiate industry products.
4. Most buyers use the product in the same ways.
5. Buyers incur low costs in switching among sellers.
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Pitfalls to Avoid in Pursuing a Low-Cost
Strategy
• Engaging in overly aggressive price cutting that does not
result in unit sales gains sufficient to recoup forgone
profits
• Relying on a cost advantage that is not sustainable
because rival firms can easily copy or overcome it
• Becoming so fixated on cost reduction such that the
firm’s offerings lack the primary features that attract
buyers
• Having a rival discover a new lower-cost value chain
approach or develop a cost-saving technological
breakthrough
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Broad Differentiation Strategies
Effective Differentiation Approaches
• Carefully study buyer needs and behaviors, values, and
willingness to pay for a unique product or service
• Incorporate features that both appeal to buyers and create a
sustainably distinctive product offering
• Use higher prices to recoup differentiation costs
Advantages of Differentiation
• Command premium prices for the firm’s products
• Increased unit sales due to attractive differentiation
• Brand loyalty that bonds buyers to the differentiating features of
the firm’s products
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Cost-Efficient Management of Value Chain
Activities (2 of 2)
A value driver can
• Have a strong differentiating effect
• Be based on physical as well as functional attributes of
a firm’s products
• Be the result of superior performance capabilities of
the firm’s human capital
• Have an effect on more than one of the firm’s value
chain activities
• Create a perception of value (brand loyalty) in buyers
where there is little reason for it to exist
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FIGURE 5.3 Value Drivers: The Keys to Creating a
Differentiation Advantage
Source: Adapted from Michael E. Porter, Competitive Advantage: Creating and Sustaining Superior Performance (New York: Free Press, 1985).
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Managing the Value Chain to Create
the Differentiating Attributes
1. Create product features and performance attributes that
appeal to a wide range of buyers.
2. Improve customer service or add extra services.
3. Invest in production-related R&D activities.
4. Strive for innovation and technological advances.
5. Pursue continuous quality improvement.
6. Increase marketing and brand-building activities.
7. Seek out high-quality inputs.
8. Emphasize HRM activities that improve the skills,
expertise, and knowledge of company personnel.
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Revamping the Value Chain System to
Increase Differentiation
Coordinating with
downstream channel
allies to enhance
Approaches to customer perceptions of
enhancing differentiation value
through changes in the
value chain system Coordinating with
suppliers to better
address customer needs
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Delivering Superior Value via a Broad
Differentiation Strategy
Broad Differentiation:
Offering Customers Something That Rivals Cannot or Do Not
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Differentiation: Signaling Value
Signaling value is important when:
• The nature of differentiation is based on intangible
features and is therefore subjective or hard to quantify
by the buyer.
• Buyers are making a first-time purchase and are
unsure what their experience will be with the product.
• Product or service repurchase by buyers is infrequent.
• Buyers are unsophisticated.
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Successful Approaches to
Sustainable Differentiation
Differentiation that is difficult for rivals to duplicate
or imitate
• Company reputation
• Long-standing relationships with buyers
•A unique product or service image
Differentiation that creates substantial switching
costs that lock in buyers
• Patent-protected product innovation
• Relationship-based customer service
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When a Differentiation Strategy Works Best
Market Circumstances
Favoring
Differentiation
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Pitfalls to Avoid in Pursuing a
Differentiation Strategy
• Relying on product attributes easily copied by rivals
• Introducing product attributes that do not evoke an
enthusiastic buyer response
• Eroding profitability by overspending on efforts to
differentiate the firm’s product offering
• Offering only trivial improvements in quality, service, or
performance features vis-à-vis the products of rivals
• Over-differentiating the product quality, features, or
service levels exceeds the needs of most buyers
• Charging too high a price premium
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Focused (or Market Niche) Strategies
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Clinícas del Azúcar’s Focused
Low-Cost Strategy
Which uniqueness drivers are responsible for the success
of Clinícas del Azúcar?
Which competitive conditions would mitigate against
successful entry of the Clinícas del Azúcar into the U.S.
diabetes care market?
What part do customer expectations about patient-doctor
relationships play in the delivery of health care in the
United States?
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When a Focused Low-Cost or Focused
Differentiation Strategy Is Attractive
• The target market niche is big enough to be profitable
and offers good growth potential.
• Industry leaders chose not to compete in the niche;
focusers avoid competing against strong competitors.
• It is costly or difficult for multi-segment competitors to
meet the specialized needs of niche buyers.
• The industry has many different niches and segments.
• Rivals have little or no entry interest in the target
segment.
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The Risks of a Focused Low-Cost or
Focused Differentiation Strategy
1. Competitors will find ways to match the focused firm’s
capabilities in serving the target niche.
2. The specialized preferences and needs of niche
members shift over time toward the product attributes
desired by the majority of buyers.
3. As attractiveness of the segment increases, it draws in
more competitors, intensifying rivalry and splintering
segment profits.
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Canada Goose’s Focused Differentiation
Strategy
Which decisions did CEO Dani Reiss make that launched
Canada Goods on its chosen strategic path?
Which uniqueness drivers are responsible for the success
of Canada Goose?
Which of Canada Goose’s uniqueness drivers are
competitors likely to attempt to copy first?
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Best-Cost (Hybrid) Strategies
Differentiation: Low Cost Producer:
Providing desired Charging a lower price
quality, features, than rivals with similar
performance, caliber product offerings
service attributes
Best-Cost Hybrid
Approach
Value-Conscious Buyer
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When a Best-Cost Strategy Works Best
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The Risk of a Best-Cost Strategy
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Trader Joe’s Focused Best-Cost Strategy
How can higher product quality lower product costs?
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The Contrasting Features of the Generic
Competitive Strategies
Each generic strategy:
• Positions the firm differently in its market
• Establishes a central theme for how the firm intends to
outcompete rivals
• Creates boundaries or guidelines for strategic change
as market circumstances unfold
• Entails different ways and means of maintaining the
basic strategy
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Table 5.1 Distinguishing Features of the Five Generic
Competitive Strategies (1 of 2)
FEATURE Broad Focused low- Focused
Low-Cost Differentiation cost differentiation Best-Cost
Strategic target A broad cross- A broad cross- A narrow market A narrow market Value-conscious
section of the section of the niche where buyer niche where buyer buyers. Or, a
market market needs and needs and middle-market
preferences are preferences are range
distinctively distinctively
different different
Basis of Lower overall Ability to offer Lower overall cost Attributes that Ability to offer
competitive costs than buyers something than rivals in appeal specifically better goods at
strategy competitors attractively serving niche to niche members attractive prices
different from members
competitors’
offerings
Product line A good basic Many product Features and Features and Items with
product with few variations, wide attributes tailored attributes tailored appealing
frills (acceptable selection, to the tastes and to the tastes and attributes and
quality and limited emphasis on requirements of requirements of assorted features;
selection) differentiating niche members niche members better quality, not
features best
Production A continuous Build in whatever A continuous Small-scale Build in appealing
emphasis search for cost differentiating search for cost production or features and
reduction without features buyers reduction for custom-made better quality at
sacrificing are willing to pay products that meet products that lower cost than
acceptable quality for; strive for basic needs of match the tastes rivals
and essential product superiority niche members and requirements
features of niche members
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Table 5.1 Distinguishing Features of the Five Generic
Competitive Strategies (2 of 2)
FEATURE Broad Focused low- Focused
Low-Cost Differentiation cost differentiation Best-Cost
Marketing Low prices, good Tout differentiating Communicate Communicate how Emphasize delivery
emphasis value features. attractive features product offering of best value for the
Also, try to make a Also, charge a of a budget-priced does the best job of money
virtue out of product premium price to product offering that meeting niche
features that lead to cover the extra fits niche buyers’ buyers’
low cost costs of expectations expectations
differentiating
features
Keys to Economical prices, Stress constant Stay committed to Stay committed to Unique expertise in
maintaining the good value innovation to stay serving the niche at serving the niche simultaneously
strategy Also, strive to ahead of imitative the lowest overall better than rivals; managing costs
manage costs competitors cost; don’t blur the don’t blur the firm’s down while
down, year after Also, concentrate firm’s image by image by entering incorporating
year, in every area on a few key entering other other market upscale features
of the business differentiating market segments or segments or adding and attributes
features. adding other other products to
products to widen widen market
market appeal appeal.
Resources and Capabilities for Capabilities Capabilities to lower Capabilities to meet Capabilities to
capabilities driving costs out of concerning quality, costs on niche the highly specific simultaneously
required the value chain design, intangibles, goods Examples: needs of niche deliver lower cost
system. and innovation Lower input costs members and higher-quality
Examples: large- Examples: for the specific Examples: custom or differentiated
scale automated marketing product desired by production, close feature
plants, an capabilities, R&D the niche, batch customer relations. Examples: TQM
efficiency-oriented teams, technology production practices, mass
culture, bargaining capabilities customization
power
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Successful Generic Strategies Are
Resource-Based
A firm’s competitive strategy is most likely to succeed if it is
predicated on leveraging a competitively valuable collection
of resources and capabilities that match the strategy.
Sustaining a firm’s competitive advantage depends on its
resources, capabilities, and competences that are difficult
for rivals to duplicate and have no good substitutes.
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FIGURE 5.4 Three Approaches to Competitive
Advantage and the Value-Price-Cost Framework
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Three Approaches to Competitive Advantage
and the Value-Price-Cost Framework
Figure 5.4 shows how a low cost generic strategy achieves lower
costs than an average competitor, at the sacrifice of some
perceived value to the consumer. If the decrease in producer costs
is less than the decrease in perceived value by the consumer, then
the total economic value (V-C) for the low cost leader will be
greater than the total economic value produced by its average rival,
creating a competitive advantage for the low cost leader. This is
clearly the case for the example of a low cost strategy depicted in
this figure.
The low-cost leader has chosen to charge a lower price than its
average rival. The result is that even with a lower V, the low cost
leader offers a more attractive (larger) consumer value proposition
(depicted in gold) and finds itself with a better profit formula
(depicted in blue).
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